Social Learning - Mining the Untapped Knowledge
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Transcript of Social Learning - Mining the Untapped Knowledge
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Social Learning — Mining the Untapped Knowledge
Speaker: Bill DochertyVice President, Product ManagementSumTotal Systems
Moderator: Kellye WhitneyManaging Editor
Chief Learning Officer magazine
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Social Learning — Mining the Untapped Knowledge
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Kellye WhitneyManaging EditorChief Learning Officer magazine
Social Learning — Mining the Untapped Knowledge
#CLOwebinar
Bill DochertyVice President, Product Management SumTotal Systems
Social Learning — Mining the Untapped Knowledge
Bill Docherty
Vice President, Product Management
August 21, 2012
Social LearningMining the Untapped Knowledge
Page 9 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Agenda
■ Social & Mobile Learning Value Proposition
■ Manufacturing Training
■ Healthcare Training
■ Retail Training
■ Sales Readiness
■ How Can I Get Started?
■ Q&A
Page 10 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
■ Analytics – identify the value of initiatives on business performance
■ Mobile – deliver critical business information to mobile/remote users
■ Social – leverage the expertise within and outside your company
Analytics Mobile Social
Page 11 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Mining The Untapped Knowledge
■ For many organizations, some of the most valuable information and experience is locked in the heads of employees
■ Opportunity is to mine that knowledge to the benefit of the rest of the organization
Not easy – need to sift through a great deal of dirty rocks…
to find that valuable gem
Page 12 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Social Learning – What’s The Value?
■ Social learning & collaboration is not just about individuals communicating
■ Opportunity is to leverage those interactions for the benefit of the rest of the organization
■ Further extract value of talent management investment – transition from “task tool” to “information destination”
I am sitting here – how do I collaborate with and learn from…
A colleague way over here in a meaningful way that is captured and benefits the rest of the organization?
Page 13 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Formal Training Vs Social Learning
Formal Training•Developed by
professionals•Modules lasting hours•Delivered by experts•Pushed and scheduled•Rigid and controlled
Social Learning•Developed by anyone•Segments lasting minutes•Delivered by anyone•Pulled and real-time•Dynamic and ad hoc
Not a Replacement – It’s Additive
Page 14 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Key Social Learning Capabilities
■ Activity Rating: Learning activities can be rated by completed users and provide their review of the activity
■ Activity Communities: Create communities around a learning activity to share additional information related to the activity
■ Topic-based Communities: Promote informal learning by creating communities around a topic and security controls to determine which users have access
Page 15 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Key Social Learning Capabilities
■ Federated Search: Fast and easy access to data – be it structured content (learning activities) or user-generated content (discussions, documents etc). Provide users a “one stop shop”
■ Make social info easy to access: expose summary community information to users clearly so it is constantly visible
Page 16 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Social Learning & Collaboration
Globally-distributed food services company
■ Business Problem■ Globally distributed workforce
without a central system for the sharing of best practices
■ Example■ Creating pizza in China – one
manager found a way to reduce the use of mozzarella and cut cost of pizza production by 10%
■ Had no easy way to share this with peers
■ Desired Solution■ A central set of communities of
practice to share best practices■ Available worldwide and around
the clock
Medical Association
Business Problem The value of their offering is
limited by “canned” content provided by the association. Constant requests by customers to allow users to share content/expertise
Example Offering “informal” learning and
information can improve the stickiness of their site
Will become an information destination and not just for learning
Desired Solution Communities of practice Document/content sharing
Page 17 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Mobile Learning – Value Question
■ Many organizations believe there is value in a mobile solution
■ Challenge is to quantify the business benefit to the organization
Page 18 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Who is saying what about mobile….
Bersin – Predictions for 2012
Page 19 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Industry
• Nurses and doctors with limited access to computer
• High volume of HIPPA, JCAHO and OSHA compliance training
• Growing use of tablet devices• On-the-job training and
evaluations
• Highly mobile workforce of Brokers and Agents where revenue generation is paramount
• High volume of SEC, FINRA and CFTC compliance training
• Rapidly changing product and market info
Healthcare Financial Services
• Line workers and field sales with limited access to computer
• High volume of OSHA and ISO training
• On-the-job training and evaluations
• Pressure from channel to deliver latest information rapidly
Manufacturing & High Tech
• Sales team with need to show multimedia content to physicians while onsite
• Rapidly changing product and market info
• High volume of compliance training required by the FDA
Life Sciences
• Retail store workers with limited access to computer
• Store Operations struggling with delivering training in low bandwidth environments
• On-the-job training and evaluations
• High % of young workers
Retail
• Mining, drill rig workers and airline personnel with limited access to computer
• High volume of safety and compliance training from OSHA and FAA
• On-the-job training and evaluations
Energy & Transportation
Industry Challenges
Page 20 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Polling Slide – What is the biggest barrier to implementing a social learning solution within your organization today?
■ Insufficient budget to implement solution
■ Concerns about security/legality of content
■ No perceived need
■ Organizational culture
■ Inability to make strong business case
Page 21 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Agenda
■ Mobile & Social Learning Value Proposition
■ Manufacturing Training
■ Healthcare Training
■ Retail Training
■ Sales Readiness
■ How Can I Get Started?
■ Q&A
Page 22 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Manufacturing - Learning Challenges
■ Several of the top challenges in training manufacturing personnel can be addressed via NextGen learning
■ Inability to rapidly deliver and track compliance, safety and process information updates can have disastrous effects
Issue Global Metrics
Lack of formal education & technology experience
Less than half of manufacturing personnel have any post-high school education and have limited technology skills
Ability to distribute important safety and process information updates
Less than 40% of manufacturing organizations can distribute and track access to critical information updates in less than 24 hours
Inability to share best practices
Allow management and instructors to share best practices and reinforce those practices in floor personnel
Limited access to technology
Limited computers accessible from manufacturing floor creates a “training” bottleneck
Page 23 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Manufacturing – NextGen Learning Value
■ Ability to push safety, compliance and process updates to large populations quickly and track access
■ Ensure that manufacturing best practices are shared effectively
■ Expand the pool of users that can be trained – bypass limited computer assets
■ Provide technical and skills training to personnel at a time that is convenient to their schedule – investment in self-paced individual development
NextGen
Learning
Process Changes
Expand Reach Beyond Limited
Computer Assets
Increase Compliance Rates
Rapid Knowledge Assessments
Investment in Individual
Development
Best practices sharing
Safety Procedure Updates
Page 24 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Agenda
■ Mobile & Social Learning Value Proposition
■ Manufacturing Training
■ Healthcare Training
■ Retail Training
■ Sales Readiness
■ How Can I Get Started?
■ Q&A
Page 25 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Healthcare - Learning Challenges
■ Several of the top ten challenges facing healthcare workers can be positively impacted by leveraging NextGen learning
■ Challenges are even more acute in developing countries where infrastructure for online learning is limited
Issue Survey Metrics
Lack of advancement opportunities
Less than 50% of survey respondents indicated their organization offered employee development programs
Lack of mentoring Only 37% felt that their organization offered opportunities to mentor others
Limited access to technology
Only half of employees felt that their organization provided enough technology-based training
Lack of training Just over 50% felt that they had access to job focused training and only 40% had access to cross training opportunitiesCareer Builder's Turnoverx: How to Cure the Retention Problems
Ailing Your Health Care Organization - 2010
Page 26 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Healthcare – NextGen Learning Value
■ Access to current best practices, regulations and policies is key
■ Optimizing compliance rates
■ Ability to quickly and easily assess the knowledge of the user base and remediate to benefit patient outcomes
■ Mobile learning initiatives can be easily tied to continuing education tracking to optimize that process
Mobile
Learning
Best Practices Documents
Regulatory Courses & Docs
Increase Compliance Rates
Rapid Knowledge Assessments
Ease Continuing Education
Enhance Mobility
Policies & Procedures
Page 27 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Polling Slide – If you have a social learning platform or strategy in place today how would you rate the level of business value that is provided?
■ High Value
■ Some Value
■ Neutral
■ Low Value
■ No Value
Page 28 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Agenda
■ Mobile & Social Learning Value Proposition
■ Manufacturing Training
■ Healthcare Training
■ Retail Training
■ Sales Readiness
■ How Can I Get Started?
■ Q&A
Page 29 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Retail - Learning Challenges
■ Many of the most significant training challenges facing retail organizations can be positively impacted by leveraging NextGen learning
Issue Global Metrics
Limited training investment and opportunities
The average retail company spends less than $100/year on training for each employee
Younger generation of employees with different learning expectations
Average age of employees in retail organization is lower than other industries and these users have grown up with mobile & social technology
Limited access to technology
Limited computers accessible in retail establishment and significant bandwidth constraints
Obarski, A. (2006). Training Retail Employees. The Sideroad
Page 30 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Retail – NextGen Learning Value
■ Increase “off-the-clock” learning opportunities cost effectively – can assist in reducing turnover
■ Rapidly push out new product information from multiple vendors and track access
■ Engage younger generation employees with mobile & social learning
■ Leverage the bandwidth of mobile carriers to deliver content – alleviates need to use valuable and limited bandwidth in the store
Mobile
Learning
Increase Engagement
Bandwidth Optimization
Improve Brand Awareness
Customer Service Updates
Track Access to Stream of Informal
Content
Individual Development to
Reduce Turnover
New Product Information
Page 31 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Agenda
■ Mobile & Social Learning Value Proposition
■ Manufacturing Training
■ Healthcare Training
■ Retail Training
■ Sales Readiness
■ How Can I Get Started?
■ Q&A
Page 32 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Sales Readiness – Key To Success
■ Most senior executives indicate that their biggest business challenge is how to effectively manage change across their organizations while keeping the revenue chart trending up
■ Sales readiness has evolved from a revenue-generating tool used by individual salespeople to a management platform and philosophy directing enterprise growth
■ Ensuring that your sales team is product knowledgeable and has access to product information resources at the point/time of need can be the single biggest influencer of sales success
Page 33 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Sales Readiness – Sanity Check
■ Consistency: Can you ensure standards in sales messaging and execution, and have a repeatable management operating rhythm?
■ Market Responsiveness: Can you accelerate the learning curve for new revenue streams and rapidly ramp up new hires, streamline acquisitions and educate partners in a manner suited to the seller and the situation?
■ Individual Empowerment: Can your people take ownership of developing, locating and customizing customer-facing sales assets and engage with strategic selling resources in a brand-driven, initiative-focused manner?
■ Rapid Mobilization: Is your sales team ready for collaboration and execution anytime, anywhere?
Page 34 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Typical Sales Readiness Challenges
Product information rapidly changing and developing formal eLearning not practical in all cases
Great deal of sales readiness material provided in document-based format and access to this information is not tracked
Sales using outdated information and not representing products correctly or setting incorrect expectations with customers
Critical information access not always possible and not easy to locate – lack of responsiveness to customer
Potential for significant lost revenue in incorrect expectation setting and invalid pricing
Field sales personnel not aware of or do not have access to most up to date product information
Sales team is highly mobile and does not have access to corporate information stores for periods of time
Changes to product availability and pricing not being provided to sales in a timely manner and access tracked
Page 35 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Typical Sales Scenario
■ Marie is a new salesperson for Acme Medical Device Company – she has been with the company only about 6 months
■ Marie is getting ready to meet with an existing physician customer to review the company’s new line of products
■ Marie had spent time briefing herself on the key new product facts and messages the night before the meeting
■ After Marie provides his standard product overview the physician, Dr. Jones, has some clarifying questions
Marie, what are the key results of the efficacy study on this new blood thinner product?
I know that we conducted an in-depth study but I don’t recollect the results. Let me get back to you on that
Page 36 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
■ All this amounts to a near certain lost sales opportunity, due to■ Inability to respond to product questions in a timely manner
■ Incorrect product information or availability being conveyed
OK, thanks. When is that product going to be released? I need availability by end of November or will have to find an alternative solution
Our current target release date is end of December. Let me confirm that date however
NOTE: In fact the latest product briefing indicated the release date had been moved up to OctoberDo you know if the
new product will be compatible with your red blood cell testing device?
I can find that out. Just give me a few minutes to get my laptop booted up and check out the product compatibility matrix
You will need to get back to me on that question. I need to run to another appointment
Page 37 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
SumTotal Mobile – Different Outcome
■ Just prior to the meeting, Marie could have accessed latest product information and formal training on her smartphone
■ While in the meeting, Marie could have accessed latest product info very quickly on her smartphone to answer customer questions
■ The product, training or marketing teams could easily access reports to determine which sales representatives have been accessing which content
Page 38 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Polling Slide – What is the key driver behind your implementation of or interest in implementing a social learning solution?
■ Demand/expectations across our entire employee base
■ Demand/expectations from our younger generation employees
■ Driven by senior management
■ Concerns about falling behind competition
■ Just a general feeling we should be “doing something different”
Page 39 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Agenda
■ Mobile & Social Learning Value Proposition
■ Manufacturing Training
■ Healthcare Training
■ Retail Training
■ Sales Readiness
■ How Can I Get Started?
■ Q&A
Page 40 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Mobile & Social – Getting Started
■ Identify a particular business initiative that will benefit from mobile & social learning – get a quick win
■ Identify content that is most conducive to mobile delivery
■ Determine how you will incent people to contribute content to the social communities
Key Mobile Capabilities
Offline delivery of SCORM 1.2 content
Ability to deliver/track document-based content
Multi-language support
Manager approvals for course registrations
■ Identify vendors that can provide a turnkey solution with existing mobile & social learning experience
Page 41 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Free Learning ResourcesVisit us at http://www.sumtotalsystems.com
Whitepapers
■ 5 Tips on Effective Social Learning
■ The 7 Cs of Social Learning: How Social Learning Technologies Can Meet Today’s Business Challenges
■ Building a Business Case for Mobile Learning
■ HR Field Guide: 5 Tips to Effective Mobile Learning
■ Next Generation Learning In Practice
Page 42 - April 11, 2023 – PROPRIETARY AND CONFIDENTIAL
Polling Slide – Where do you gauge the current demand for mobile learning amongst users?
■ Users are actively seeking/asking about mobile learning
■ There is interest but not at a level to justify implementing a solution
■ Very little demand for access to mobile learning
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Bill DochertyVice President, Product Management SumTotal Systems
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